Abstract [en]

This paper suggests a theoretical perspective for analysing how different engaged actors enable or inhibit service innovations. To do so, we integrate theories of organisational routines with current understanding of innovations from a service-dominant logic lens. We conceptualise service as collective value creation routines – that is, repetitive, recognisable patterns of interdependent actions of multiple actors – and treat service innovation as institutionalised change in these routines. This actor-centric framework captures the dynamics between unique value co-creation situations and service innovations, and suggests that innovation may emanate from planned change or variation in performance, either at local or systemic level. We discuss how the roles and power relations among actors evolve in different cases, and discuss implications for future research.

Place, publisher, year, edition, pages

2015. p. 707-716

Keywords [en]

Service innovation, routines, actor, agency, social structure, service system.